This follow‐on article continues to explore counselling skills for managers and personnel professionals. It challenges the reader to identify the differences in approach when counselling skills are applied to performance appraisal, coaching and mentoring situations. Particular emphasis is placed on the skills necessary to build a strong working relationship with a subordinate, because without these skills lasting changes in performance are unlikely to occur.
Wright, A. (1998), "Counselling skills: Part II ‐ making sense of performance appraisal, coaching and mentoring", Industrial and Commercial Training, Vol. 30 No. 5, pp. 176-178. https://doi.org/10.1108/00197859810225643Download as .RIS
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